Double Standards: Antibiotic Misuse by Fast Food Companies

Total Page:16

File Type:pdf, Size:1020Kb

Double Standards: Antibiotic Misuse by Fast Food Companies A status report by Centre for Science and Environment DOUBLE STANDARDS ANTIBIOTIC MISUSE BY FAST FOOD COMPANIES Research direction: Chandra Bhushan Authors: Amit Khurana and Ananya Tewari Editor: Arif Ayaz Parrey Design direction: Ajit Bajaj Cover, design and layout: Raj Kumar Singh Production: Rakesh Shrivastava and Gundhar Das © 2017 Centre for Science and Environment Material from this publication can be used, but with acknowledgement. Citation: Chandra Bhushan, Amit Khurana and Ananya Tewari 2017. Double Standards, Antibiotic Misuse by Fast Food Companies, Centre for Science and Environment, New Delhi Published by: Centre for Science and Environment 41, Tughlakabad Institutional Area New Delhi 110 062 Phone: 91-11-40616000 Fax: 91-11-29955879 E-mail: [email protected] Website: www.cseindia.org Printed at Multi Colour Services CONTENTS India's antibiotic resistance story ................................................... 4 How is the world preparing to deal with the threat? .................... 5 Commitments made by fast food MNCs to eliminate use of antibiotics ............................................................ 5 No commitments in India to eliminate antibiotic use .................... 7 Chicken-based dishes: A key part of India's fast food culture ................................................................. 11 What is antibiotic resistance? ....................................................... 12 Antibiotic misuse in intensive food-animal production .............. 13 Use of antibiotics important for humans .................................... 15 CSE recommendations .................................................................. 16 References ...................................................................................... 17 Annexure ......................................................................................... 18 VIKAS CHOUDHARY / CSE VIKAS CHOUDHARY INDIA’S ANTIBIOTIC RESISTANCE STORY Given the unrelenting growth of antibiotic use in human healthcare and animals, in particular for intensive food-animal production, the impact of antimicrobial resistance (AMR)— antibiotic resistance (ABR) in particular—will be huge in India. India bears a serious burden of bacterial infections.1 Unsanitary conditions, limited infection prevention and control, poor regulations and implementation, and inadequate health systems add to the problem. Due to high resistance, antibiotics such as fluoroquinolones, macrolides and cephalosporins used to treat common infections of the urinary tract, respiratory tract and gastrointestinal tract etc. and those used as a last resort in hospitals are increasingly becoming ineffective. India’s rapidly growing fast food restaurant industry, which uses meat raised with antibiotics, is a key contributor in the worsening AMR situation. It can also be a game- changer in the fight against AMR. Internationally, fast food chains are under pressure to end antibiotic misuse in chicken, fish and other meat production. In response, they have already come out with measurable objectives and clear-cut timeframes to reduce and eliminate such use in many countries across the globe, including in the US. Yet, when it comes to India, these companies exhibit double standards and are vague about reduction or elimination frameworks and timelines, as this status report by Centre for Science and Environment (CSE) reveals. 4 DOUBLE STANDARDS ANTIBIOTIC MISUSE BY FAST FOOD COMPANIES HOW IS THE WORLD PREPARING TO DEAL WITH THE THREAT? Currently, there is a huge momentum worldwide to combat AMR. After the adoption of the World Health Organization (WHO)-led Global Action Plan on AMR at the World Health Assembly in 2015, many countries have developed their National Action Plans (NAPs) on AMR with interventions specific to human and animal health, and the environment.2 Combatting AMR also received global political support at the United Nations General Assembly in 2016, following which an Inter-Agency Coordination Group was established in 2017. There has been significant contribution and buy-in from multiple stakeholders such as governments, civil society, and industries across food, animal and human health sectors. The problem of antibiotic misuse in animals has been recognized as a key contributor to rise of AMR and necessary interventions are being made to curtail the spread of AMR due to antibiotic misuse in animals. Historically, some developed countries, particularly those of the European Union (EU), have addressed AMR through systematic policy and practice initiatives. For example, the use of antibiotic growth promoters (AGPs) in animals was banned in the EU in 2006. India still allows such use. COMMITMENTS MADE Overview of the commitments Commitments are made by restaurant chains serving BY FAST FOOD MNCS almost all kinds of fast foods such as pizzas, burgers, TO ELIMINATE USE OF sandwiches and wraps. These are for ten leading global fast food brands managed by eight companies. ANTIBIOTICS Commitments are primarily made for the US. However, In response to the growing momentum most of these companies have an over-arching policy to reduce animal use of antibiotics, which is applicable to operating countries. McDonald’s, in several US-based multinational addition to its US commitments, has also committed for companies (MNCs) have come forward Europe, Australia, Canada, Russia, Japan, South Korea, and made commitments to reduce Brazil and China. antibiotics in their supply chain. Pressure Most commitments aim to eliminate similar set of from consumers and investors, along antibiotics, i.e., use of medically important antibiotics as with campaigns by civil society, has defined by the WHO. Few specify eliminating from routine played a key role. These companies use, i.e. growth promotion and disease prevention. Dunkin’ belong to quick service restaurant Donuts has committed no antibiotic use ever. McDonald’s (QSR), café and casual dining restaurant aims to eliminate antibiotics considered highest priority (CDR) segments. Most of them have a critically important to human medicine in countries other than global presence and their counterparts US. in India are key players in the respective These commitments are publically available, time-bound categories (see Table 1: Commitments and include third-party audits, in most cases by the United made by fast food MNCs to eliminate States Department of Agriculture Process Verified Program use of antibiotics). (USDA-PVP). Chicken supply chains are the focus of most commitments. A few have provided timelines for other food animals. For example, Subway mentions transition for turkey by about two-three years from 2016 and for pork and beef by 2025. Wendy’s mentions coming up with a commitment for pork and beef in 2017. By the end of 2017, most chains would already have eliminated medically important antibiotics from chicken supply chain in US and the remaining would do so before 2020. 5 Table 1: Commitments made by fast food MNCs to eliminate use of antibiotics3&4 Brand Country Antibiotics Timeline Notes McDonald’s US Antibiotics important to 2016 As part of 2017 human medicine updated Global Vision for Antibiotic Stewardship in Food Animals Brazil, Canada, Highest priority critically January 2018 Except colistin for Japan, S. Korea, important antibiotics Europe US, and Europe Australia, Russia, Highest priority critically 2019-end Including colistin and Europe important antibiotics for Europe China Highest priority critically January 2027 important antibiotics Subway US Medically important 2016 antibiotics for growth promotion Domino’s Pizza US Antibiotics important for 2018-beginning Commitment human health stated in Corporate Stewardship Report of 2016 Dunkin’ Donuts US Chicken raised with no 2018-end Commitment part antibiotics ever of Animal Welfare Policy updated in July 2017 Pizza Hut US Antibiotics important to March 2017 Commitment part of human medicine Good Antimicrobial Stewardship Programme by Yum! Brands KFC US Antibiotics important to 2018-end human medicine Taco Bell US Antibiotics important to First quarter of human medicine 2017 Burger King US and Canada Antibiotics important to 2018-end Commitment human medicine stated in the 2016 Sustainability Report Starbucks US Medically important 2020 Commitment part antibiotics for routine use of animal welfare practices Wendy’s US Medically important 2017 Commitment antibiotics part of Wendy’s antibiotic use policy guidelines Note: The list focuses on commitments in US and is non-exhaustive; ‘medically important antibiotics’, ‘antibiotics important to human medicine’ and ‘antibiotics important to human health’ are terms used in respective commitments and likely convey similar set of antibiotics, i.e., those recognized by the WHO. McDonald’s and Burger King have referred to the WHO’s recent list of critically important antimicrobials for human medicine (5th revision). Source: CSE compilation 6 DOUBLE STANDARDS ANTIBIOTIC MISUSE BY FAST FOOD COMPANIES NO COMMITMENTS IN INDIA TO ELIMINATE ANTIBIOTIC USE While much headway has been achieved globally in recent times on elimination of antibiotic misuse for food-animal production,the situation in India remains largely unchanged. To understand India-specific policies and commitments to reduce or eliminate antibiotic use in meat supply chains of the fast food companies, CSE wrote to 12 companies serving fast food and managing 14 key brands in India (see Box: CSE queries). These include nine companies operating 11 multinational brands. Most of these brands are
Recommended publications
  • “Temple of My Heart”: Understanding Religious Space in Montreal's
    “Temple of my Heart”: Understanding Religious Space in Montreal’s Hindu Bangladeshi Community Aditya N. Bhattacharjee School of Religious Studies McGill University Montréal, Canada A thesis submitted to McGill University in partial fulfillment of the requirements for the degree of Master of Arts August 2017 © 2017 Aditya Bhattacharjee Bhattacharjee 2 Abstract In this thesis, I offer new insight into the Hindu Bangladeshi community of Montreal, Quebec, and its relationship to community religious space. The thesis centers on the role of the Montreal Sanatan Dharma Temple (MSDT), formally inaugurated in 2014, as a community locus for Montreal’s Hindu Bangladeshis. I contend that owning temple space is deeply tied to the community’s mission to preserve what its leaders term “cultural authenticity” while at the same time allowing this emerging community to emplace itself in innovative ways in Canada. I document how the acquisition of community space in Montreal has emerged as a central strategy to emplace and renew Hindu Bangladeshi culture in Canada. Paradoxically, the creation of a distinct Hindu Bangladeshi temple and the ‘traditional’ rites enacted there promote the integration and belonging of Bangladeshi Hindus in Canada. The relationship of Hindu- Bangladeshi migrants to community religious space offers useful insight on a contemporary vision of Hindu authenticity in a transnational context. Bhattacharjee 3 Résumé Dans cette thèse, je présente un aperçu de la communauté hindoue bangladaise de Montréal, au Québec, et surtout sa relation avec l'espace religieux communautaire. La thèse s'appuie sur le rôle du temple Sanatan Dharma de Montréal (MSDT), inauguré officiellement en 2014, en tant que point focal communautaire pour les Bangladeshis hindous de Montréal.
    [Show full text]
  • Restaurant Name Address City Name 56 Bhog F 1 & 2, Siddhraj Zavod
    Restaurant Name Address City Name 56 Bhog F 1 & 2, Siddhraj Zavod, Sargasan Cross Road, SG Highway, Gandhinagar, North Ahmedabad, Ahmedabad Ahmedabad El Dorado Hotel, Across Crossword, Mithakhali Six Roads, Opposite Shree Krishna Complex, Navrangpura, Aureate - El Dorado Hotel Ahmedabad Central Ahmedabad, Ahmedabad-380009 Armoise Hotel, Ground Floor, Off CG Road, Opposite Nirman Bhavan, Navrangpura, Central Ahmedabad, Autograph - Armoise Hotel Ahmedabad Ahmedabad-380009 Beans & Leaves - Hotel Platinum Inn Hotel Platinum Inn, Anjali Cross Roads, Beside Gujarat Gram Haat, Vasna, West Ahmedabad, Ahmedabad Ahmedabad Bella - Crowne Plaza Crowne Plaza, Shapath 5, SG Road, Near Business Matrix, Satellite, West Ahmedabad, Ahmedabad Ahmedabad 1-2, Ground Floor, Ridhi Siddhi Complex, University Road, Opposite Passport Office, Gulbai Tekra, West Blue Spot Cafe Ahmedabad Ahmedabad, Ahmedabad-380009 Regenta Hotel, 15, Ground Floor, Ashram Road, In Regenta Hotel, Usmanpura, Central Ahmedabad, Cafe 15A - Regenta Hotel Ahmedabad Ahmedabad-380013 Whistling Meadows Resort & Lawns, Modi Shikshan Sankool Lane, Off SG Highway, Opposite Nirma Capsicum Restaurant Ahmedabad University, Gota, North Ahmedabad, Ahmedabad-382481 Lemon Tree Hotel, 434/1, Ground Floor, Mithakali Six Cross Roads, In Lemon Tree Hotel, Navrangpura, Citrus Cafe Ahmedabad Central Ahmedabad, Ahmedabad-380006 Aloft Hotel, 1st Floor, Sarkhej Gandhinagar Road, Near Sola Police Station, Sola, North Ahmedabad, Dot Yum - Aloft Hotel Ahmedabad Ahmedabad-380061 Narayani Hotels & Resort, Narayani
    [Show full text]
  • Certified Restaurant Manager Sample Chapter
    Certified Restaurant Manager Sample Material VS-1013 Certified Restaurant Manager 1. INDIAN FOOD RETAIL SCENARIO In India the retail sector is witnessing an overhaul throughout whether it is food, beverage or clothing etc. India is ranked amongst the top most emerging retail markets and is rated second in a Global Retail Development Index of 30 developing countries. Food and clothing are the key drivers of growth in the retail sector. Organized retail units are largely concentrated in urban areas, where on the other hand retail units in rural markets emerge as a huge opportunity reflected by the share of consumption by the rural market. Graph showing growth Retail Sales trend in India from 1998*-2008* One of the most flourishing sectors is the service industry/Hospitality sector. As a layman hospitality is the service given to people. The primary focus in the hospitality sector is on the service to be provided to the customers. The different profiles in which an individual can be absorbed depending upon their skills and qualification in the hospitality sector are Management Trainee, Customer Relations Executive, Marketing/Sales Executive, Kitchen Management/ House Keeping Management, Catering Officer or Chefs in Hotels, Flight Kitchens, Cruises, Fast Food Chains and related industry. www.vskills.in Page 5 VS-1013 Certified Restaurant Manager 1.1 Fast FoFoFoodFo od Chains in India Fast food is one of the world’s fastest growing food types. Fast food sector and restaurant industry is witnessing rapid growth all across. The revenue share generated from the restaurant industry in the developed countries is very high share and continues to expand.
    [Show full text]
  • THE RISE of ARTISANAL ROASTING in INDIA
    THE RISE of ARTISANAL ROASTING in INDIA Bringing Specialty Coffee into the Mainstream By Reshil Charles 62 ROAST MAGAZINE JULY | AUGUST 2021 63 THE RISE of ARTISANAL ROASTING in INDIA ABOVE WHIPPED, A BAKERY IN DELHI, shops that have come up in the last few years and Jugmug Thela Café in India, is not known for its coffee. Over the years, are serving a range of freshly brewed coffee, along Delhi. Photo courtesy of the establishment earned a household name for its with croissants and cookies. Our customers had also Jugmug Thela. cheesecakes, baked goods and gelato. Residents and started asking questions about coffee that surprised offices around the area order cakes on a whim, while us. While we are primarily a dessert boutique, we PRECEDING PAGE others stroll in to order an assortment of goods or could not ignore this.” For a bakery to incorporate Baristas at K C Roasters. indulge on the spot. When Whipped moved up the coffee into its remodel indicates the evolution taking Photo courtesy of K C road to a new location, a coffee section was added in place in the Indian coffee scene. More so, the fact Roasters collaboration with a Delhi-based coffee roaster who that an aspiring coffee connoisseur like me noticed brought in beans from plantations in the south. The the bakery was pricing its Americano at double that staff was trained to pull espresso shots and steam of an espresso shot (and promptly pointed it out) is a milk, along with their existing skills of slicing cakes testament to how consumers are also evolving in our and scooping gelato.
    [Show full text]
  • Starbucks in India Pradeep Gopalakrishna, Pace University
    Starbucks in India Pradeep Gopalakrishna, Pace University Rajeshwari Victor, Chennai Business School David Fleischmann, Pace University This case was prepared by the authors and is intended to be used as a basis for class discussion. The views represented here are those of the authors and do not necessarily reflect the views of the Society for Case Research. The views are based on professional judgment. Copyright © 2015 by the Society for Case Research and the authors. No part of this work may be reproduced or used in any form or by any means without the written permission of the Society for Case Research. Introduction Howard Schultz looked over the financial data. Starbucks generally preferred a strategy of premium prices, using a menu and store layout somewhat modified for local tastes. This strategy had been working well in India. However, local and foreign specialty coffee retailers were proving increasingly formidable competitors. India’s larger cities were becoming saturated. Many competitors had now turned their attention to expanding into smaller cities. India was a large, but complex market, fragmented along age, geographic, income, and demographic lines. Continued success was not certain. It was not yet clear how Starbucks should best adapt. Starbucks’ History In 1971, English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker, opened the original Starbucks Coffee, Tea and Spice, in Pike Place Market in Seattle (Strickland, 1999). The store began by selling scoops of freshly roasted coffee beans. The founders named their store after Starbuck, a ship captain in Herman Melville’s Moby Dick novel who drank a lot of coffee.
    [Show full text]
  • The Case of Café Coffee Day (CCD) in India
    Journal of Management Policies and Practices December 2019, Vol. 7, No. 2, pp. 1-11 ISSN: 2333-6048 (Print), 2333-6056 (Online) Copyright © The Author(s). All Rights Reserved. Published by American Research Institute for Policy Development DOI: 10.15640/jmpp.v7n2a1 URL: https://doi.org/10.15640/jmpp.v7n2a1 How Agile is My Competitor? Can Strategic Agility Attenuate Latecomer Challengers? The Case of Café Coffee Day (CCD) in India Laura J. Blake1 Abstract The paper examines the case of the burgeoning coffee café industry in India and seeks to explore whether a firm’s performance outcomes relative to order entry are influenced by its rivals’ strategic agility . Within the context of the coffee cafe ́ industry, this investigation illustrates a global category leader’s inability to leverage follower strategies when delay of market entry occurred . Starbucks, the coffee cafe ́ category leader applied a latecomer strategy in an attempt to exploit first mover disadvantages of free-rider ability, the in-agility of an entrenched incumbent and the building of an enhanced level of information. Through the lens of CCD’s strategic response, propositions are offered for consideration suggesting a local incumbent may successfully counter an attack from a strong global brand through a combination of three meta-capabilities of strategic sensitivity, leadership unity, and resource fluidity. Keywords: latecomer strategy, strategic agility, market entry timing, competitive dynamics 1.0 Introduction The effects of firm entry order on business performance, particularly in emerging economies continue to be of interest to international strategy researchers. The theory of first mover advantage proposed by Lieberman and Montgomery (1998) asserts first movers gain pioneering benefits based on early detection of, and action upon, environmental changes that point to potential market opportunities.
    [Show full text]
  • Chennai Online INFO Guide
    Chennai Online INFO Guide Ambulance Chemist Entertainment Blood Bank Call Taxi Helplines Fire Eat-Outs Police Clubs & Library Water Domestic Airlines Int. Airlines Railway Enquiry Road Bus Routes ATM India List Chinese Coffee Shop Fast Food & Int MultiCuisine&Sea Chennai Online INFO Guide Entertainment North Indian Helplines South Indian Police Sweet Tooth Domestic Airlines Pubs Road SodexHo Pass Chinese MultiCuisine&Sea INDEX Ambulance Services Telephone Apollo Hospital 1066/28294302 Aysha Hospital 26426930 Balaji Hospital 22345282 Chennai Kaliappa 24936184 Child Trust Hospital 28259601 Devaki Hospital 24993391 Helping Point 28280257 Hindu Mission Hospital 22262244 Jayadev Ambulance Service 26412317 K.J.hospital 26411513 M.V.hospital 25954913 Malar Hospitals Ltd 24914369/ 657 Miot Hospital 22492288 National Hospital 25240131 Robin and Robin Healthcare 26223344 Sankara Netharalaya 28271616/9435 Shri Kumaran Ambulance Service 23743348 Sri Ramachandra Hospital 24768027 St Isabel Hospital 24991081 St. John`s Ambulance Ass 28255707 Tamil Nadu Hospital 22375221/225 Trauma Care Consortium 28230700/28240311 Voluntary Health Services 22541972 Console CPR Page 3 INDEX Blood Bank Telephone Aa Lab Services 28270930 No 12 Fifth Cross Street, Lake Area Chennai: 600034. Apollo Hospitals 28294870 No 21 Greams Lane, Thousand Lights Chennai: 600006. Bulls Eye Blood Bank 26421341 No 1 Lakshmi Street, Purusawalkam Chennai: 600084. Cancer Institute 22350241/2350131 18 Sardar Patel Road Chennai: 600020. Child Trust Hospital 28259601/28259593 12-a Nageswara Rao Road, Nungambakkam Chennai: 600034. Csi Rainy Hospital 25955902/1329/1204 45 Gollavar Agraharam Road Chennai: 600021. Devaki Hospital Blood Bank 24992607/0788 148 Luz Church Road, Mylapore Chennai: 600004. Govt Kasturbha Gandhi Hospital 28545001 Bells Road, Triplicane Chennai: 600005. Govt Royapettah Hospital 28533051 Chennai: 600014 Govt Stanley Hospital Blood Bank 25214941 Chennai: 600001 Indian Red Cross Society 28554425 50 Montieth Road, Chennai: 600008.
    [Show full text]
  • Casual Dining and QSR Sector See Fast Track Growth in India India
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 7/13/2015 GAIN Report Number: IN5089 India Post: New Delhi Casual Dining and QSR Sector See Fast Track Growth in India Report Categories: Beverages Coffee Food Processing Ingredients Food Service - Hotel Restaurant Institutional Market Promotion/Competition Promotion Opportunities Retail Foods Snack Foods Approved By: Adam Branson Prepared By: Priya Jashnani Report Highlights: India witnessed a surge in the number of its casual dining and quick service restaurant outlets over the past several years. International and domestic brands are expanding their operations and newer brands are flowing into the opportunities the market presents. Sources encourage U.S. companies and suppliers to explore whether shifting consumer trends and the growth in this sector create a market opportunity. IN5089 – Casual Dining and QSR Sector Sees Fast Track Growth in India Page 1 General Information: Market Overview of Restaurant Growth India has witnessed a sizeable shift in its casual dining restaurant (CDR) and quick service restaurant (QSR) sector. CDRs and QSRs have gone from largely serving Indian snacks to now serving western foods with an Indian flavor. The size of the Indian food service industry is approximately $38.6 billion (INR 247,680 crore) as of 2013 and is projected to grow to approximately $63.6 billion (INR 408,040 crore) by 2018. The restaurant sector in India is divided into the organized and unorganized market. The unorganized international-style market includes roadside vendors, vans and trolleys serving Chinese and Italian-style foods.
    [Show full text]
  • 2012 Coffee Annual India
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 5/18/2012 GAIN Report Number: IN2072 India Coffee Annual 2012 Approved By: David Williams Prepared By: Dhruv Sood & Priya Jashnani Report Highlights: India‟s 2012-13 coffee production is forecast slightly lower at 5.1 million 60 kg bags following exceptionally good 2011/12 weather conditions. Helped by higher world prices, a weaker rupee and programs designed to facilitate exports, India‟s coffee exports are expected to exceed 5.0 million 60 kg bags for the third-consecutive year in 2012/13. India‟s café culture continues to expand, but has not yet translated to a significant increase in consumption. Production: Marketing year (MY) 2012/13 (October/September) coffee production is expected to drop slightly to 5.1 million 60 kg bags following exceptionally good weather conditions during 2011/12. Both Arabica and Robusta production are forecast slightly lower under the assumption that weather conditions will be “normal” or average. With the Robusta crop being less labor intensive and offering higher disease resistance and lower upkeep, growers are gradually shifting towards Robusta production. Robusta production accounted for nearly 70 percent of the total coffee production in MY 2011/12. For MY 2011/12, coffee production is estimated at 5.3 million 60 kg bags. The crop benefited from well-distributed rains during much of the growing season in addition to pre-season rains that helped establish early growth and support soil moisture levels.
    [Show full text]
  • Carnation Corporate Presentation
    Rollatainers Limited (BSE: 502448) Emerging Everyday Food Business August 2015 Table of Contents 1. Overview 3 2. Organisational Structure 4 3. Management Biographies 5 4. Industry Snapshot 7 5. Strategic Direction 9 6. Carnation Brands 10 7. Appendix 22 2 Overview Group Overview Recent Developments Rollatainers Limited has a longstanding presence in the consumer packaging industry, particularly as a supplier to the “Rollatainers’ and International Market Management Ltd’s FMCG sector. (“IMM”) 50:50 joint venture company, Sierra Nevada Pvt. Ltd., entered into a long term licensing agreement for setting up the Carnation Hospitality Private Limited (“Carnation” or “Food Wendy’s Restaurant franchise in India” business”) is a wholly owned subsidiary of Rollatainers and is August 27, 2014 engaged in the food business. “Carnation acquired Lavazza’s wholly owned subsidiary F&B Brands “Barista Coffee Company Ltd.”, which operates the second largest coffee chain in India with a presence in the UAE, Sri Carnation owns F&B businesses such as Lanka, Nepal, Bangladesh and Myanmar” • Barista, the coffee chain August 11, 2014 • Mapple Hospitality, supplies food to Mapple hotels and has substantial banqueting and B2B operations “Rollatainers’ and IMM’s 50:50 joint venture company, • Kylin chain of oriental cuisine dining Dolomite Restaurants Pvt. Ltd., entered into a long term development agreement with Jamie’s Italian International Also introduced global restaurant chains such as Ltd to operate Jamie’s restaurants across India” July 16, 2014 • Wendy’s,
    [Show full text]
  • Market Entry in India: the Curious Case of Starbucks
    Market Entry in India: The Curious Case of Starbucks Dominik Fischer Zeppelin University Kaushik Roy Indian Institute of Management Calcutta Abstract We examine Starbucks’ entry strategy in India, as well as the antecedents to the entry. Employing Dunning's eclectic paradigm and Ghemawat's AAA framework offers unique insights to understand the entry. By analyzing publicly available data, we undertake an in-depth case study. We argue that Starbucks simultaneously enjoyed ownership, location, and internalization advantages, and thus, aptly chose equity participation as the entry mode. Our unique contribution lies in concluding that Starbucks enjoyed high, medium, and low advantages for Ghemawat's dimensions of adaptation, aggregation, and arbitrage. Further, we introduce extensions to the AAA framework. Introduction Economic liberalization through changing institutions fuels the growth of emerging economies. Enterprises need adequate strategies to deal with a fast-changing environment and unknown institutions in this context.1 A few empirical studies focusing on the entry success of multinational corporations have made relevant contributions to this topic as stated by Johnson & Tellis.2,3,4,5 However, these studies suffer from significant limitations, often rooted in time-specific contexts and a restrictive definition of success, such as market share, which is too narrow for a comprehensive evaluation.5 We examine how Starbucks entered India through a strategic alliance and then successfully competed in this market, by employing the “ownership
    [Show full text]
  • 2015 Coffee Annual India
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 5/15/2015 GAIN Report Number: IN5061 India Coffee Annual 2015 Approved By: Adam Branson Prepared By: Dhruv Sood Report Highlights: India’s MY 2015/16 coffee crop (Oct/Sep) is forecast at 5.2 million 60 kg bags as favorable blossom showers boosted the crop yield prospects of both Arabica and Robusta. While exports in 2014/15 have been sluggish, 2015/16 exports are forecast higher at 5 million 60 kg bags. Domestic consumption shows signs of marginal improvement on a low per capita basis. Executive Summary: Coffee, Green 2013/2014 2014/2015 2015/2016 Market Begin Year Oct 2013 Oct 2014 Oct 2015 USDA New USDA New USDA New India Official post Official post Official post Area Planted 411 419 410 412 0 410 Area Harvested 370 381 370 372 0 370 Bearing Trees 568 568 568 553 0 541 Non-Bearing Trees 64 64 64 79 0 91 Total Tree 632 632 632 632 0 632 Population Beginning Stocks 1,982 1,982 2,157 2,026 0 2,271 Arabica Production 1,703 1,703 1,400 1,400 0 1,420 Robusta Production 3,372 3,372 3,700 3,700 0 3,780 Other Production 0 0 0 0 0 0 Total Production 5,075 5,075 5,100 5,100 0 5,200 Bean Imports 1,100 1,104 1,000 1,000 0 1,090 Roast & Ground 3 3 3 3 0 3 Imports Soluble Imports 46 45 42 42 0 42 Total Imports 1,149 1,152 1,045 1,045 0 1,135 Total Supply 8,206 8,209 8,302 8,171 0 8,606 Bean Exports 3,250 3,300 3,421 3,200 0 3,500 Rst-Grnd Exp.
    [Show full text]